invoeren van project management in een organisatie: de ... · − resistance of people for change...
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© Stanwick Management Consultants
13PM² - 16 november 2012
Invoeren van Project Management in een Organisatie:
De Introductie van een Nieuwe Cultuur
Jean-Claude Wylin
International Private Label Manager
Alpro
© Stanwick Management Consultants
Jean-Claude Wylin
� Experience− Alpro (‘01-today)
→ International Private Label Manager
→ ECR manager→ Supply Chain project manager
− Delaware (’97-’01)
→ SAP project manager
− Trislot (‘85-’97)
→ Plant manager� Background
− PMI (‘00)
− PICS (’99)− MBA (‘92)
− Engineer (‘83)
� Personal− Happily married, 2 sons (young adults)
− I like something challenging new
23PM² - 16 november 2012
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About Alpro
33PM² - 16 november 2012
UK Kettering (Birmingham)
BelgiumWevelgem (Kortrijk) & Headquarter Gent
The NetherlandsLandgraaf (Maastricht)
FranceIssenheim (Colmar)
Alpro’s plants
Founded in 1980 End 2011 turnover 265 M€
staff 800 people
“We create delicious, naturally-healthy plant-based foodsfor the maximum wellbeing of everyone and with the utmost respect for our planet”
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Context …
� Alpro 2003
− Business-growth 20%
− Staff-growth 300 ⇒ 400 in 1 year
− Moving from SME-company to an international operating company.
− A multiple of new initiatives are taking place at the same time to support
this growth.
− New staff-members bringing in PM-expertise, but all of different approach.
− Long list of projects, link with the Alpro strategy not always clear, managed
not that well, too many not reaching the end.
− Clear room for improvement.
� April 2003
− Staff of 12 in quarantine for 3 days with one clear goal:
define the key elements of the “Alpro Project Management” approach.
43PM² - 16 november 2012
The need for a professional, pragmatic & uniform project approach
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The What …
We defined a common language
53PM² - 16 november 2012
Project phases
Roles & Resp.
Templates
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The How …� PMO
Central PM-function: facilitating the change track to one stream-lined project approach
taking care for project portfolio
� Training:− Fundamentals of PM ⇒ project team members
− Advanced PM ⇒ current/future project leaders & owners
− Mastering PM ⇒ refresh – deepen
� Decision-tree− Full / Light / PDCA
− Product / Capex / IT/ Business
� Project portfolio mgt− Funneling: right process-flow & decision criteria
� PLM − From individual NPD-project to integrated process management
� Voice of the customer− Yearly screening PM-performance
63PM² - 16 november 2012
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Obstacles – Opportunities
� Obstacles− Resistance of people for change or to act within a framework
− Keep it simple & clear, don’t make the exceptions the rule
− Roles & responsibilities: project leader � project expertproject team members
− Meeting-skill
− Decision taking process: consultative
� Opportunities− The power of focus: clear link between each project and the Alpro strategy
scoping - timing
− One common language→ now more than hundred ambassadors of PM with the organization
→ PM brings structure & transparency
− Roles & Responsibilities: role of the project owner− importance of a strong project leader
− Team-work ⇒5 dysfunctions of Lencioni− Project portfolio management: priority-setting & resource management
73PM² - 16 november 2012
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Critical Success-Factors
� Support of the highest level in the organization.
� PMO central consolidating function− People know where to go− PM-training is Alpro custom made
� Persistence− As people are by nature resistant to change.
� Consistency− Adjust/adapt element of the PM-approach only when clearly needed.− To keep the tool simple.
� Relevancy− The PM-approach must have added value, otherwise switch to light-approach or PDCA.
� Keep it live− Stay self-critical and assess your PM-approach on a regular basis.− The organization & the business-context is dynamic, so the PM-approach must be.
83PM² - 16 november 2012
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Stanwicks Approach
� Implementing 3PM² needs time− Multi-generation plan
− Bottom-up / Top-down / Parallel approach
� A common language is a basic condition for implementing 3PM²− Gather the existing knowledge/tools/templates (create buy-in)− Create consensus through representative steering committee
� Keep it simple and lean (systems, tools, organisation)− Stanwick employees are PRINCE2 and/or PMP certified
− However, our approaches are adapted to the needs of the customer
� Training across the organisation creates necessary awareness, enhances crucialcompetences and creates enthusiasm− Training for all stakeholders (project managers, project owners, board of directors,…)
− Training for different levels (fundamentals, advanced, master, …)
� Focus on managerial and behavioural components enables success− Project team management, Project leadership,…
93PM² - 16 november 2012
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Discussion
� Does THE project management approach exist?
� Can you introduce/run a PM-approach within your organization without
PMO-function?
103PM² - 16 november 2012
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